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class="col-md-9 mx-auto"> <form method="get" action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="improvement of organization business process"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 22175</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: improvement of organization business process</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22175</span> Ranking Effective Factors on Strategic Planning to Achieve Organization Objectives in Fuzzy Multivariate Decision-Making Technique</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elahe%20Memari">Elahe Memari</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Aslizadeh"> Ahmad Aslizadeh</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Memari"> Ahmad Memari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today strategic planning is counted as the most important duties of senior directors in each organization. Strategic planning allows the organizations to implement compiled strategies and reach higher competitive benefits than their competitors. The present research work tries to prepare and rank the strategies form effective factors on strategic planning in fulfillment of the State Road Management and Transportation Organization in order to indicate the role of organizational factors in efficiency of the process to organization managers. Connection between six main factors in fulfillment of State Road Management and Transportation Organization were studied here, including Improvement of Strategic Thinking in senior managers, improvement of the organization business process, rationalization of resources allocation in different parts of the organization, coordination and conformity of strategic plan with organization needs, adjustment of organization activities with environmental changes, reinforcement of organizational culture. All said factors approved by implemented tests and then ranked using fuzzy multivariate decision-making technique. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fuzzy%20TOPSIS" title="Fuzzy TOPSIS">Fuzzy TOPSIS</a>, <a href="https://publications.waset.org/abstracts/search?q=improvement%20of%20organization%20business%20process" title=" improvement of organization business process"> improvement of organization business process</a>, <a href="https://publications.waset.org/abstracts/search?q=multivariate%20decision-making" title=" multivariate decision-making"> multivariate decision-making</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20planning" title=" strategic planning"> strategic planning</a> </p> <a href="https://publications.waset.org/abstracts/55021/ranking-effective-factors-on-strategic-planning-to-achieve-organization-objectives-in-fuzzy-multivariate-decision-making-technique" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55021.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">423</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22174</span> Review of the Effect of Strategic Planning on Fulfillment of State Road Management and Transportation Organization Objectives</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elahe%20Memari">Elahe Memari</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Aslizadeh"> Ahmad Aslizadeh</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Memari"> Ahmad Memari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> To compile and execute a strategy for State Road Management and Transportation Organization, we need to identify and include them in the process of planning. Therefore, present research work tries to rely on experiences by managers and experts from State Road Management and Transportation Organization and other sources like books, magazines and new papers, such factors have to be identified and be applied in this important and vital process before proceeding to strategic planning. Trying to present a conceptual model from factors effective on strategic planning success in fulfillment of State Road Management and Transportation Organization, the present research figures on indicating the role of organizational factors in efficiency of the process to managers. In this research connection between six main factors studied in fulfillment of State Road Management and Transportation Organization objectives. The factors are improvement of strategic thinking in senior managers, improvement of organization business, rationalizing resource allocation in different sections of the organization, conformity of strategic planning with organization needs, conformity of organization activities with environmental changes, stabilization of organizational culture, all approved through implemented tests. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=improvement%20of%20organization%20business" title="improvement of organization business">improvement of organization business</a>, <a href="https://publications.waset.org/abstracts/search?q=rationalization%20of%20resource%20allocation%20in%20different%20sections%20of%20the%20organization" title=" rationalization of resource allocation in different sections of the organization"> rationalization of resource allocation in different sections of the organization</a>, <a href="https://publications.waset.org/abstracts/search?q=stability%20of%20organizational%20culture" title=" stability of organizational culture"> stability of organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20planning" title=" strategic planning"> strategic planning</a> </p> <a href="https://publications.waset.org/abstracts/54989/review-of-the-effect-of-strategic-planning-on-fulfillment-of-state-road-management-and-transportation-organization-objectives" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54989.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">345</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22173</span> Methods of Improving Production Processes Based on Deming Cycle</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Daniel%20Tochwin">Daniel Tochwin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Continuous improvement is an essential part of effective process performance management. In order to achieve continuous quality improvement, each organization must use the appropriate selection of tools and techniques. The basic condition for success is a proper understanding of the business need faced by the company and the selection of appropriate methods to improve a given production process. The main aim of this article is to analyze the methods of conduct which are popular in practice when implementing process improvements and then to determine whether the tested methods include repetitive systematics of the approach, i.e., a similar sequence of the same or similar actions. Based on an extensive literature review, 4 methods of continuous improvement of production processes were selected: A3 report, Gemba Kaizen, PDCA cycle, and Deming cycle. The research shows that all frequently used improvement methods are generally based on the PDCA cycle, and the differences are due to "(re)interpretation" and the need to adapt the continuous improvement approach to the specific business process. The research shows that all the frequently used improvement methods are generally based on the PDCA cycle, and the differences are due to "(re) interpretation" and the need to adapt the continuous improvement approach to the specific business process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title="continuous improvement">continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20methods" title=" lean methods"> lean methods</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20improvement" title=" process improvement"> process improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=PDCA" title=" PDCA"> PDCA</a> </p> <a href="https://publications.waset.org/abstracts/146613/methods-of-improving-production-processes-based-on-deming-cycle" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/146613.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">80</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22172</span> Various Models of Quality Management Systems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehrnoosh%20Askarizadeh">Mehrnoosh Askarizadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> People, process and IT are the most important assets of any organization. Optimal utilization of these resources has been the question of research in business for many decades. The business world have responded by inventing various methodologies that can be used for addressing problems of quality improvement, efficiency of processes, continuous improvement, reduction of waste, automation, strategy alignments etc. Some of these methodologies can be commonly called as Business Process Quality Management methodologies (BPQM). In essence, the first references to the process management can be traced back to Frederick Taylor and scientific management. Time and motion study was addressed to improvement of manufacturing process efficiency. The ideas of scientific management were in use for quite a long period until more advanced quality management techniques were developed in Japan and USA. One of the first prominent methods had been Total Quality Management (TQM) which evolved during 1980’s. About the same time, Six Sigma (SS) originated at Motorola as a separate method. SS spread and evolved; and later joined with ideas of Lean manufacturing to form Lean Six Sigma. In 1990’s due to emerging IT technologies, beginning of globalization, and strengthening of competition, companies recognized the need for better process and quality management. Business Process Management (BPM) emerged as a novel methodology that has taken all this into account and helped to align IT technologies with business processes and quality management. In this article we will study various aspects of above mentioned methods and identified their relations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-process" title="e-process">e-process</a>, <a href="https://publications.waset.org/abstracts/search?q=quality" title=" quality"> quality</a>, <a href="https://publications.waset.org/abstracts/search?q=TQM" title=" TQM"> TQM</a>, <a href="https://publications.waset.org/abstracts/search?q=BPM" title=" BPM"> BPM</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=six%20sigma" title=" six sigma"> six sigma</a>, <a href="https://publications.waset.org/abstracts/search?q=CPI" title=" CPI"> CPI</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/36755/various-models-of-quality-management-systems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36755.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">440</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22171</span> Maintenance Objective-Based Asset Maintenance Maturity Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=James%20M.%20Wakiru">James M. Wakiru</a>, <a href="https://publications.waset.org/abstracts/search?q=Liliane%20Pintelon"> Liliane Pintelon</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter%20Muchiri"> Peter Muchiri</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter%20Chemweno"> Peter Chemweno</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The fast-changing business and operational environment are forcing organizations to adopt asset performance management strategies, not only to reduce costs but also maintain operational and production policies while addressing demand. To attain optimal asset performance management, a framework that ensures a continuous and systematic approach to analyzing an organization’s current maturity level and expected improvement regarding asset maintenance processes, strategies, technologies, capabilities, and systems is essential. Moreover, this framework while addressing maintenance-intensive organizations should consider the diverse business, operational and technical context (often dynamic) an organization is in and realistically prescribe or relate to the appropriate tools and systems the organization can potentially employ in the respective level, to improve and attain their maturity goals. This paper proposes an asset maintenance maturity model to assess the current capabilities, strength and weaknesses of maintenance processes an organization is using and analyze gaps for improvement via structuring set levels of achievement. At the epicentre of the proposed framework is the utilization of maintenance objective selected by an organization for various maintenance optimization programs. The framework adapts the Capability Maturity Model of assessing the maintenance process maturity levels in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=asset%20maintenance" title="asset maintenance">asset maintenance</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20models" title=" maturity models"> maturity models</a>, <a href="https://publications.waset.org/abstracts/search?q=maintenance%20objectives" title=" maintenance objectives"> maintenance objectives</a>, <a href="https://publications.waset.org/abstracts/search?q=optimization" title=" optimization"> optimization</a> </p> <a href="https://publications.waset.org/abstracts/107618/maintenance-objective-based-asset-maintenance-maturity-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/107618.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">227</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22170</span> A Goal-Oriented Social Business Process Management Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Ehson%20Rangiha">Mohammad Ehson Rangiha</a>, <a href="https://publications.waset.org/abstracts/search?q=Bill%20Karakostas"> Bill Karakostas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Social Business Process Management (SBPM) promises to overcome limitations of traditional BPM by allowing flexible process design and enactment through the involvement of users from a social community. This paper proposes a meta-model and architecture for socially driven business process management systems. It discusses the main facets of the architecture such as goal-based role assignment that combines social recommendations with user profile, and process recommendation, through a real example of a charity organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=goal-based%20modelling" title=" goal-based modelling"> goal-based modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20recommendation%20social%20collaboration" title=" process recommendation social collaboration"> process recommendation social collaboration</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20BPM" title=" social BPM"> social BPM</a> </p> <a href="https://publications.waset.org/abstracts/9192/a-goal-oriented-social-business-process-management-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9192.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">494</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22169</span> Proposing an Improved Managerial-Based Business Process Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alireza%20Nikravanshallmani">Alireza Nikravanshallmani</a>, <a href="https://publications.waset.org/abstracts/search?q=Jamshid%20Dehmeshki"> Jamshid Dehmeshki</a>, <a href="https://publications.waset.org/abstracts/search?q=Mojtaba%20Ahmadi"> Mojtaba Ahmadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Modeling of business processes, based on BPMN (Business Process Modeling Notation), helps analysts and managers to understand business processes, and, identify their shortages. These models provide a context to make rational decision of organizing business processes activities in an understandable manner. The purpose of this paper is to provide a framework for better understanding of business processes and their problems by reducing the cognitive load of displayed information for their audience at different managerial levels while keeping the essential information which are needed by them. For this reason, we integrate business process diagrams across the different managerial levels to develop a framework to improve the performance of business process management (BPM) projects. The proposed framework is entitled ‘Business process improvement framework based on managerial levels (BPIML)’. This framework, determine a certain type of business process diagrams (BPD) based on BPMN with respect to the objectives and tasks of the various managerial levels of organizations and their roles in BPM projects. This framework will make us able to provide the necessary support for making decisions about business processes. The framework is evaluated with a case study in a real business process improvement project, to demonstrate its superiority over the conventional method. A questionnaire consisted of 10 questions using Likert scale was designed and given to the participants (managers of Bank Refah Kargaran three managerial levels). By examining the results of the questionnaire, it can be said that the proposed framework provide support for correct and timely decisions by increasing the clarity and transparency of the business processes which led to success in BPM projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management%20%28BPM%29" title="business process management (BPM)">business process management (BPM)</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20modeling" title=" business process modeling"> business process modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20reengineering%20%28BPR%29" title=" business process reengineering (BPR)"> business process reengineering (BPR)</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20optimizing" title=" business process optimizing"> business process optimizing</a>, <a href="https://publications.waset.org/abstracts/search?q=BPMN" title=" BPMN"> BPMN</a> </p> <a href="https://publications.waset.org/abstracts/34193/proposing-an-improved-managerial-based-business-process-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34193.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">452</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22168</span> Continuous Improvement Model for Creative Industries Development </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rolandas%20Strazdas">Rolandas Strazdas</a>, <a href="https://publications.waset.org/abstracts/search?q=Jurate%20Cerneviciute"> Jurate Cerneviciute</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Creative industries are defined as those industries which produce tangible or intangible artistic and creative output and have a potential for income generation by exploitingcultural assets and producing knowledge-based goods and services (both traditional and contemporary). With the emergence of an entire sector of creative industriestriggered by the development of creative products managingcreativity-based business processes becomes a critical issue. Diverse managerial practices and models on effective management of creativity have beenexamined in scholarly literature. Even thoughthese studies suggest how creativity in organisations can be nourished, they do not sufficiently relate the proposed practices to the underlying business processes. The article analyses a range of business process improvement methods such as PDCA, DMAIC, DMADV and TOC. The strengths and weaknesses of these methods aimed to improvethe innovation development process are identified. Based on the analysis of the existing improvement methods, a continuous improvement model was developed and presented in the article. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title="continuous improvement">continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=creative%20industries" title=" creative industries"> creative industries</a>, <a href="https://publications.waset.org/abstracts/search?q=improvement%20model" title=" improvement model"> improvement model</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20mapping" title=" process mapping"> process mapping</a> </p> <a href="https://publications.waset.org/abstracts/21169/continuous-improvement-model-for-creative-industries-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21169.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">468</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22167</span> Business Process Orientation: Case of Croatia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ljubica%20Milanovi%C4%87%20Glavan">Ljubica Milanović Glavan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Because of the increasing business pressures, companies must be adaptable and flexible in order to withstand them. Inadequate business processes and low level of business process orientation, that in its core accentuates business processes as opposed to business functions and focuses on process performance and customer satisfaction, hider the ability to adapt to changing environment. It has been shown in previous studies that the companies which have reached higher business process maturity level consistently outperform those that have not reached them. The aim of this paper is to provide a basic understanding of business process orientation concept and business process maturity model. Besides that the paper presents the state of business process orientation in Croatia that has been captured with a study conducted in 2013. Based on the results some practical implications and guidelines for managers are given. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20orientation" title="business process orientation">business process orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20maturity" title=" business process maturity"> business process maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=Croatia" title=" Croatia"> Croatia</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20score" title=" maturity score"> maturity score</a> </p> <a href="https://publications.waset.org/abstracts/10216/business-process-orientation-case-of-croatia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10216.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">547</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22166</span> Financial Management Performance in Organization Profitability</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adekunle%20Olakunle%20Felix">Adekunle Olakunle Felix</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Research will be based on the financial management importance within organization and its important role in non-economic and economic activities that provide us the useful information about the efficient procurement and utilization of finance in a profitable manner. Due to industrialization, financial management become a vital part of business and it is very important for the business concern that with a good financial management to earn maximum profit. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management" title="management">management</a>, <a href="https://publications.waset.org/abstracts/search?q=business" title=" business"> business</a>, <a href="https://publications.waset.org/abstracts/search?q=profitability" title=" profitability"> profitability</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a>, <a href="https://publications.waset.org/abstracts/search?q=financial" title=" financial"> financial</a>, <a href="https://publications.waset.org/abstracts/search?q=efficiency" title=" efficiency"> efficiency</a> </p> <a href="https://publications.waset.org/abstracts/40817/financial-management-performance-in-organization-profitability" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40817.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">359</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22165</span> Corporate Governance and Business Ethical Values in Organisation: AStudyof Unilag Holdings</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aribisala%20Oluwadamilare%20Olufolarin">Aribisala Oluwadamilare Olufolarin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this research was to examine how corporate governance and ethical business values impact both the performance of the organization and its employees, as it is essential for any organization to uphold good ethics and corporate governance. The study was conducted at Unilag Holdings Limited (UniHOLDs) to demonstrate that organizations may experience losses if they do not have proper corporate governance and business ethical values in place. The employees' perception of corporate governance and ethics is crucial for the organization. The research indicated a connection between corporate governance and business ethics values, and therefore, correlation analysis was utilized, making it statistically reliable. The results of the test show a strong positive correlation (r=.812, N=94, P<.01) between corporate governance and business ethical values. A questionnaire was distributed to employees at Unilag Holdings Limited (UniHOLDs), with 94 out of 130 completed and returned. The findings indicate that ethical values contribute to employee productivity, and productive employees have a beneficial impact on the organization's performance. Additionally, the study revealed that employees tend to adhere to rules regardless of their ethical nature. To address this, the organization should ensure that top-level managers do not assign unethical tasks to their subordinates. The study recommends that the organization should consistently practice corporate governance and business ethics. The company needs to make sure that its stakeholders continue to support its way of doing things. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20ethics" title="business ethics">business ethics</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20ethical%20values" title=" business ethical values"> business ethical values</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance" title=" corporate governance"> corporate governance</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/194658/corporate-governance-and-business-ethical-values-in-organisation-astudyof-unilag-holdings" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/194658.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">11</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22164</span> Corporate Governance and Business Ethical Values in Organisation: A Study of Unilag Holdings</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aribisala%20Oluwadamilare%20Olufolarin">Aribisala Oluwadamilare Olufolarin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this research was to examine how corporate governance and ethical business values impact both the performance of the organization and its employees, as it is essential for any organization to uphold good ethics and corporate governance. The study was conducted at Unilag Holdings Limited (UniHOLDs) to demonstrate that organizations may experience losses if they do not have proper corporate governance and business ethical values in place. The employees' perception of corporate governance and ethics is crucial for the organization. The research indicated a connection between corporate governance and business ethics values, and therefore, correlation analysis was utilized, making it statistically reliable. The results of the test show a strong positive correlation (r=.812, N=94, P<.01) between corporate governance and business ethical values. A questionnaire was distributed to employees at Unilag Holdings Limited (UniHOLDs), with 94 out of 130 completed and returned. The findings indicate that ethical values contribute to employee productivity, and productive employees have a beneficial impact on the organization's performance. Additionally, the study revealed that employees tend to adhere to rules regardless of their ethical nature. To address this, the organization should ensure that top-level managers do not assign unethical tasks to their subordinates. The study recommends that the organization should consistently practice corporate governance and business ethics. The company needs to make sure that its stakeholders continue to support its way of doing things. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20ethics" title="business ethics">business ethics</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20ethical%20values" title=" business ethical values"> business ethical values</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance%20and%20organization" title=" corporate governance and organization"> corporate governance and organization</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance" title=" corporate governance"> corporate governance</a> </p> <a href="https://publications.waset.org/abstracts/194776/corporate-governance-and-business-ethical-values-in-organisation-a-study-of-unilag-holdings" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/194776.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">9</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22163</span> Corporate Governance and Business Ethical Values in Organisation: A Study of Unilag Holdings</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ogunmayi%20Bamidele">Ogunmayi Bamidele</a>, <a href="https://publications.waset.org/abstracts/search?q=Aribisala%20Oluwadamilare%20Olufolarin"> Aribisala Oluwadamilare Olufolarin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this research was to examine how corporate governance and ethical business values impact both the performance of the organization and its employees, as it is essential for any organization to uphold good ethics and corporate governance. The study was conducted at Unilag Holdings Limited (UniHOLDs) to demonstrate that organizations may experience losses if they do not have proper corporate governance and business ethical values in place. The employees' perception of corporate governance and ethics is crucial for the organization. The research indicated a connection between corporate governance and business ethics values, and therefore, correlation analysis was utilized, making it statistically reliable. The results of the test show a strong positive correlation (r=.812, N=94, P<.01) between corporate governance and business ethical values. A questionnaire was distributed to employees at Unilag Holdings Limited (UniHOLDs), with 94 out of 130 completed and returned. The findings indicate that ethical values contribute to employee productivity, and productive employees have a beneficial impact on the organization's performance. Additionally, the study revealed that employees tend to adhere to rules regardless of their ethical nature. To address this, the organization should ensure that top-level managers do not assign unethical tasks to their subordinates. The study recommends that the organization should consistently practice corporate governance and business ethics. The company needs to make sure that its stakeholders continue to support its way of doing things. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20ethical%20values" title="business ethical values">business ethical values</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance" title=" corporate governance"> corporate governance</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20ethics" title=" business ethics"> business ethics</a> </p> <a href="https://publications.waset.org/abstracts/191900/corporate-governance-and-business-ethical-values-in-organisation-a-study-of-unilag-holdings" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/191900.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">17</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22162</span> Proposing an Index for Determining Key Knowledge Management Processes in Decision Making Units Using Fuzzy Quality Function Deployment (QFD), Data Envelopment Analysis (DEA) Method</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sadegh%20Abedi">Sadegh Abedi</a>, <a href="https://publications.waset.org/abstracts/search?q=Ali%20Yaghoubi"> Ali Yaghoubi</a>, <a href="https://publications.waset.org/abstracts/search?q=Hamidreza%20Mashatzadegan"> Hamidreza Mashatzadegan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper proposes an approach to identify key processes required by an organization in the field of knowledge management and aligning them with organizational objectives. For this purpose, first, organization’s most important non-financial objectives which are impacted by knowledge management processes are identified and then, using a quality house, are linked with knowledge management processes which are regarded as technical elements. Using this method, processes that are in need of improvement and more attention are prioritized based on their significance. This means that if a process has more influence on organization’s objectives and is in a dire situation comparing to others, is prioritized for choice and improvement. In this research process dominance is considered to be an influential element in process ranking (in addition to communication matrix). This is the reason for utilizing DEA techniques for prioritizing processes in quality house. Results of implementing the method in Khuzestan steel company represents this method’s capability of identifying key processes that require improvements in organization’s knowledge management system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20data" title=" fuzzy data"> fuzzy data</a>, <a href="https://publications.waset.org/abstracts/search?q=envelopment%20analysis" title=" envelopment analysis"> envelopment analysis</a> </p> <a href="https://publications.waset.org/abstracts/53456/proposing-an-index-for-determining-key-knowledge-management-processes-in-decision-making-units-using-fuzzy-quality-function-deployment-qfd-data-envelopment-analysis-dea-method" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/53456.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">419</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22161</span> Role of ICT and Wage Inequality in Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shoji%20Katagiri">Shoji Katagiri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study deals with wage inequality in organization and shows the relationship between ICT and wage in organization. To do so, we incorporate ICT’s factors in organization into our model. ICT’s factors are efficiencies of Enterprise Resource Planning (ERP), Computer Assisted Design/Computer Assisted Manufacturing (CAD/CAM), and NETWORK. The improvement of ICT’s factors decrease the learning cost to solve problem pertaining to the hierarchy in organization. The improvement of NETWORK increases the wage inequality within workers and decreases within managers and entrepreneurs. The improvements of CAD/CAM and ERP increases the wage inequality within all agent, and partially increase it between the agents in hierarchy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=endogenous%20economic%20growth" title="endogenous economic growth">endogenous economic growth</a>, <a href="https://publications.waset.org/abstracts/search?q=ICT" title=" ICT"> ICT</a>, <a href="https://publications.waset.org/abstracts/search?q=inequality" title=" inequality"> inequality</a>, <a href="https://publications.waset.org/abstracts/search?q=capital%20accumulation" title=" capital accumulation"> capital accumulation</a> </p> <a href="https://publications.waset.org/abstracts/52476/role-of-ict-and-wage-inequality-in-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52476.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">260</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22160</span> Methods for Business Process Simulation Based on Petri Nets</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Shoylekova">K. Shoylekova</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Grigorova"> K. Grigorova</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Petri nets are the first standard for business process modeling. Most probably, it is one of the core reasons why all new standards created afterwards have to be so reformed as to reach the stage of mapping the new standard onto Petri nets. The paper presents a Business process repository based on a universal database. The repository provides the possibility the data about a given process to be stored in three different ways. Business process repository is developed with regard to the reformation of a given model to a Petri net in order to be easily simulated two different techniques for business process simulation based on Petri nets - Yasper and Woflan are discussed. Their advantages and drawbacks are outlined. The way of simulating business process models, stored in the Business process repository is shown. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20repository" title="business process repository">business process repository</a>, <a href="https://publications.waset.org/abstracts/search?q=petri%20nets" title=" petri nets"> petri nets</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation" title=" simulation"> simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=Woflan" title=" Woflan"> Woflan</a>, <a href="https://publications.waset.org/abstracts/search?q=Yasper" title=" Yasper"> Yasper</a> </p> <a href="https://publications.waset.org/abstracts/41091/methods-for-business-process-simulation-based-on-petri-nets" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41091.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">370</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22159</span> Role of Senior Management in Implementing Lean Manufacturing Practices: A Study of Manufacturing Companies of Pakistan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saima%20Yaqoob">Saima Yaqoob</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to advancement in technologies and cutting cost competition, especially in manufacturing business, organizations are now becoming more focused toward achieving exceptional quality standards with low manufacturing cost. In this concern, many process improvement strategies are becoming popular in the way of increasing productivity and output. Lean manufacturing principles are among one of them, increasingly used for improving productivity by reducing wastages. Many success factors are involved in lean implementation. But, the role of senior management is most important in developing the lean culture in an organization. Purpose of this study is to investigate the perception of executive level management related to the successful implementation of lean practices and its comparison with the existing practices in the organization. In order to collect data, survey questionnaire comprised of eight statements rendering the critical success factors were sent to the top management of fifty (50) automotive manufacturing companies of Karachi. After analyzing their feedbacks, the trend of lean manufacturing principles and the commitment of senior management toward its implementation was identified in the manufacturing industries of Karachi, Pakistan. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title="lean manufacturing">lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20improvement" title=" process improvement"> process improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=senior%20management" title=" senior management"> senior management</a>, <a href="https://publications.waset.org/abstracts/search?q=perception" title=" perception"> perception</a>, <a href="https://publications.waset.org/abstracts/search?q=involvement" title=" involvement"> involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=waste%20reduction" title=" waste reduction"> waste reduction</a> </p> <a href="https://publications.waset.org/abstracts/88598/role-of-senior-management-in-implementing-lean-manufacturing-practices-a-study-of-manufacturing-companies-of-pakistan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88598.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">192</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22158</span> Ontology as Knowledge Capture Tool in Organizations: A Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maria%20Margaretha">Maria Margaretha</a>, <a href="https://publications.waset.org/abstracts/search?q=Dana%20Indra%20Sensuse"> Dana Indra Sensuse</a>, <a href="https://publications.waset.org/abstracts/search?q=Lukman"> Lukman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge capture is a step in knowledge life cycle to get knowledge in the organization. Tacit and explicit knowledge are needed to organize in a path, so the organization will be easy to choose which knowledge will be use. There are many challenges to capture knowledge in the organization, such as researcher must know which knowledge has been validated by an expert, how to get tacit knowledge from experts and make it explicit knowledge, and so on. Besides that, the technology will be a reliable tool to help the researcher to capture knowledge. Some paper wrote how ontology in knowledge management can be used for proposed framework to capture and reuse knowledge. Organization has to manage their knowledge, process capture and share will decide their position in the business area. This paper will describe further from literature review about the tool of ontology that will help the organization to capture its knowledge. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20capture" title="knowledge capture">knowledge capture</a>, <a href="https://publications.waset.org/abstracts/search?q=ontology" title=" ontology"> ontology</a>, <a href="https://publications.waset.org/abstracts/search?q=technology" title=" technology"> technology</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/20921/ontology-as-knowledge-capture-tool-in-organizations-a-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20921.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">606</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22157</span> Information Technology for Business Process Management in Insurance Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vesna%20Bosilj%20Vuk%C5%A1i%C4%87">Vesna Bosilj Vukšić</a>, <a href="https://publications.waset.org/abstracts/search?q=Darija%20Ivandi%C4%87%20Vidovi%C4%87"> Darija Ivandić Vidović</a>, <a href="https://publications.waset.org/abstracts/search?q=Ljubica%20Milanovi%C4%87%20Glavan"> Ljubica Milanović Glavan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Information technology plays an irreplaceable role in introducing and improving business process orientation in a company. It enables implementation of the theoretical concept, measurement of results achieved and undertaking corrective measures aimed at improvements. Information technology is a key concept in the development and implementation of the business process management systems as it establishes a connection to business operations. Both in the literature and practice, insurance companies are often seen as highly process oriented due to the nature of their business and focus on customers. They are also considered leaders in using information technology for business process management. The research conducted aimed to investigate whether the perceived leadership status of insurance companies is well deserved, i.e. to establish the level of process orientation and explore the practice of information technology use in insurance companies in the region. The main instrument for primary data collection within this research was an electronic survey questionnaire sent to the management of insurance companies in the Republic of Croatia, Bosnia and Herzegovina, Slovenia, Serbia and Macedonia. The conducted research has shown that insurance companies have a satisfactory level of process orientation, but that there is also a huge potential for improvement, especially in the segment of information technology and its connection to business processes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20processes%20management" title="business processes management">business processes management</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20orientation" title=" process orientation"> process orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=insurance%20companies" title=" insurance companies"> insurance companies</a> </p> <a href="https://publications.waset.org/abstracts/33661/information-technology-for-business-process-management-in-insurance-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33661.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">381</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22156</span> Assessment of Factors Influencing Business Process Harmonization: A Case Study in an Industrial Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=J.%20J.%20M.%20Trienekens">J. J. M. Trienekens</a>, <a href="https://publications.waset.org/abstracts/search?q=H.%20L.%20Romero"> H. L. Romero</a>, <a href="https://publications.waset.org/abstracts/search?q=L.%20Cuenca"> L. Cuenca</a> </p> <p class="card-text"><strong>Abstract:</strong></p> While process harmonization is increasingly mentioned and unanimously associated with several benefits, there is a need for more understanding of how it contributes to business process redesign and improvement. This paper presents the application, in an industrial case study, of a conceptual harmonization model on the relationship between drivers and effects of process harmonization. The drivers are called contextual factors which influence harmonization. Assessment of these contextual factors in a particular business domain, clarifies the extent of harmonization that can be achieved, or that should be strived at. The case study shows how the conceptual harmonization model can be made operational and can act as a valuable assessment tool. From both qualitative, as well as some quantitative, assessment results, insights are being discussed on the extent of harmonization that can be achieved, and action plans are being defined for business (process) harmonization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=case%20study" title="case study">case study</a>, <a href="https://publications.waset.org/abstracts/search?q=contextual%20factors" title=" contextual factors"> contextual factors</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20harmonization" title=" process harmonization"> process harmonization</a>, <a href="https://publications.waset.org/abstracts/search?q=industrial%20company" title=" industrial company"> industrial company</a> </p> <a href="https://publications.waset.org/abstracts/14973/assessment-of-factors-influencing-business-process-harmonization-a-case-study-in-an-industrial-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14973.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">395</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22155</span> Functional to Business Process Orientation in Business Schools</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sunitha%20Thappa">Sunitha Thappa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business environment is a set of complex interdependent dimensions that corporates have to always be vigil in identifying the influential waves. Over the year business environment has evolved into a basket of uncertainties. Every organization strives to counter this dynamic nature of business environment by recurrently evaluating the primary and support activities of its value chain. This has led to companies redesigning their business models, reinvent business processes and operating procedure on unremitting basis. A few specific issues that are placed before the present day managers are breaking down the functional interpretation of any challenge that organizations confronts, reduction in organizational hierarchy and tackling the components of the value chain to retain their competitive advantage. It is how effectively managers detect the changes and swiftly reorient themselves to these changes that define their success or failure. Given the complexity of decision making in this dynamic environment, two important question placed before the B-schools of today. Firstly, are they grooming and nurturing managerial talent proficient enough to thrive in this multifaceted business environment? Secondly, are the management graduates walking through their portals, able to view challenges from a cross-functional perspective with emphasis to customer and process rather than hierarchy and functions. This paper focuses on the need for a process oriented approach to management education. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management%20education" title="management education">management education</a>, <a href="https://publications.waset.org/abstracts/search?q=pedagogy" title=" pedagogy"> pedagogy</a>, <a href="https://publications.waset.org/abstracts/search?q=functional" title=" functional"> functional</a>, <a href="https://publications.waset.org/abstracts/search?q=process" title=" process"> process</a> </p> <a href="https://publications.waset.org/abstracts/43443/functional-to-business-process-orientation-in-business-schools" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43443.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">332</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22154</span> Scenarios of Societal Security and Business Continuity Cycles</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ji%C5%99%C3%AD%20F.%20Urb%C3%A1nek">Jiří F. Urbánek</a>, <a href="https://publications.waset.org/abstracts/search?q=Ji%C5%99%C3%AD%20Barta"> Jiří Barta</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Societal security, continuity scenarios, and methodological cycling approach understands in this article. Namely, societal security organizational challenges ask implementation of international standards BS 25999-2 and global ISO 22300 which is a family of standards for business continuity management system. Efficient global organization system is distinguished of high entity´s complexity, connectivity, and interoperability, having not only cooperative relations in a fact. Competing business have numerous participating ´enemies´, which are in apparent or hidden opponent and antagonistic roles with prosperous organization systems, resulting to a crisis scene or even to a battle theater. Organization business continuity scenarios are necessary for such ´a play´ preparedness, planning, management, and overmastering in real environments. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20continuity" title="business continuity">business continuity</a>, <a href="https://publications.waset.org/abstracts/search?q=societal%20security" title=" societal security"> societal security</a>, <a href="https://publications.waset.org/abstracts/search?q=crisis%20scenarios%20cycles" title=" crisis scenarios cycles"> crisis scenarios cycles</a>, <a href="https://publications.waset.org/abstracts/search?q=interoperability" title=" interoperability"> interoperability</a> </p> <a href="https://publications.waset.org/abstracts/2192/scenarios-of-societal-security-and-business-continuity-cycles" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2192.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">385</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22153</span> A Literature Review and a Proposed Conceptual Framework for Learning Activities in Business Process Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Carin%20Lindskog">Carin Lindskog</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Introduction: Long-term success requires an organizational balance between continuity (exploitation) and change (exploration). The problem of balancing exploitation and exploration is a common issue in studies of organizational learning. In order to better face the tough competition in the face of changes, organizations need to exploit their current business and explore new business fields by developing new capabilities. The purpose of this work in progress is to develop a conceptual framework to shed light on the relevance of 'learning activities', i.e., exploitation and exploration, on different levels. The research questions that will be addressed are as follows: What sort of learning activities are found in the Business Process Management (BPM) field? How can these activities be linked to the individual level, group, level, and organizational level? In the work, a literature review will first be conducted. This review will explore the status of learning activities in the BPM field. An outcome from the literature review will be a conceptual framework of learning activities based on the included publications. The learning activities will be categorized to focus on the categories exploitation, exploration or both and into the levels of individual, group, and organization. The proposed conceptual framework will be a valuable tool for analyzing the research field as well as identification of future research directions. Related Work: BPM has increased in popularity as a way of working to strengthen the quality of the work and meet the demands of efficiency. Due to the increase in BPM popularity, more and more organizations reporting on BPM failure. One reason for this is the lack of knowledge about the extended scope of BPM to other business contexts that include, for example, more creative business fields. Yet another reason for the failures are the fact of the employees’ are resistant to changes. The learning process in an organization is an ongoing cycle of reflection and action and is a process that can be initiated, developed and practiced. Furthermore, organizational learning is multilevel; therefore the theory of organizational learning needs to consider the individual, the group, and the organization level. Learning happens over time and across levels, but it also creates a tension between incorporating new learning (feed-forward) and exploiting or using what has already been learned (feedback). Through feed-forward processes, new ideas and actions move from the individual to the group to the organization level. At the same time, what has already been learned feeds back from the organization to a group to an individual and has an impact on how people act and think. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=exploitation" title=" exploitation"> exploitation</a>, <a href="https://publications.waset.org/abstracts/search?q=exploration" title=" exploration"> exploration</a>, <a href="https://publications.waset.org/abstracts/search?q=learning%20activities" title=" learning activities"> learning activities</a> </p> <a href="https://publications.waset.org/abstracts/100814/a-literature-review-and-a-proposed-conceptual-framework-for-learning-activities-in-business-process-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/100814.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">124</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22152</span> Assessing Readiness Model for Business Intelligence Implementation in Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdul%20Razak%20Rahmat">Abdul Razak Rahmat</a>, <a href="https://publications.waset.org/abstracts/search?q=Azizah%20Ahmad"> Azizah Ahmad</a>, <a href="https://publications.waset.org/abstracts/search?q=Azman%20Ta%E2%80%99aa"> Azman Ta’aa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The deployment of Business Intelligence (BI) for organization at the beginning phase is very crucial. Results from the previous studies found that more than half of the BI project fails to meet the objective even though a lot money are spent. Based on that problem, the readiness level of BI for the organization is important to identify in order to reduce the risk before the actual BI project is implemented. In this paper, rigorous literature review on the aspect success factors such as Critical Success Factors (CSFs), Readiness Factors (RFs), Success Factors (SFs), are discussed by different authors. The paper also adopted a few models from previous study as a guide for the assessment of BI readiness. The expected finding from this research is the Business Intelligent Readiness Model (BiRM) as a guild before implement the BI system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence%20readiness%20model" title="business intelligence readiness model">business intelligence readiness model</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence%20for%20higher%20learning" title=" business intelligence for higher learning"> business intelligence for higher learning</a>, <a href="https://publications.waset.org/abstracts/search?q=BI%20readiness%20factors" title=" BI readiness factors"> BI readiness factors</a>, <a href="https://publications.waset.org/abstracts/search?q=BI%20critical%20success%20factors%28CSF%29" title=" BI critical success factors(CSF)"> BI critical success factors(CSF)</a> </p> <a href="https://publications.waset.org/abstracts/48363/assessing-readiness-model-for-business-intelligence-implementation-in-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48363.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">371</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22151</span> Customer Data Analysis Model Using Business Intelligence Tools in Telecommunication Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Monica%20Lia">Monica Lia</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article presents a customer data analysis model using business intelligence tools for data modelling, transforming, data visualization and dynamic reports building. Economic organizational customer’s analysis is made based on the information from the transactional systems of the organization. The paper presents how to develop the data model starting for the data that companies have inside their own operational systems. The owned data can be transformed into useful information about customers using business intelligence tool. For a mature market, knowing the information inside the data and making forecast for strategic decision become more important. Business Intelligence tools are used in business organization as support for decision-making. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20analysis" title="customer analysis">customer analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence" title=" business intelligence"> business intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20warehouse" title=" data warehouse"> data warehouse</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20mining" title=" data mining"> data mining</a>, <a href="https://publications.waset.org/abstracts/search?q=decisions" title=" decisions"> decisions</a>, <a href="https://publications.waset.org/abstracts/search?q=self-service%20reports" title=" self-service reports"> self-service reports</a>, <a href="https://publications.waset.org/abstracts/search?q=interactive%20visual%20analysis" title=" interactive visual analysis"> interactive visual analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20dynamic%20dashboards" title=" and dynamic dashboards"> and dynamic dashboards</a>, <a href="https://publications.waset.org/abstracts/search?q=use%20cases%20diagram" title=" use cases diagram"> use cases diagram</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20modelling" title=" process modelling"> process modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=logical%20data%20model" title=" logical data model"> logical data model</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20mart" title=" data mart"> data mart</a>, <a href="https://publications.waset.org/abstracts/search?q=ETL" title=" ETL"> ETL</a>, <a href="https://publications.waset.org/abstracts/search?q=star%20schema" title=" star schema"> star schema</a>, <a href="https://publications.waset.org/abstracts/search?q=OLAP" title=" OLAP"> OLAP</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20universes" title=" data universes"> data universes</a> </p> <a href="https://publications.waset.org/abstracts/39914/customer-data-analysis-model-using-business-intelligence-tools-in-telecommunication-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39914.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">430</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22150</span> A Holistic Workflow Modeling Method for Business Process Redesign</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Heejung%20Lee">Heejung Lee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In a highly competitive environment, it becomes more important to shorten the whole business process while delivering or even enhancing the business value to the customers and suppliers. Although the workflow management systems receive much attention for its capacity to practically support the business process enactment, the effective workflow modeling method remain still challenging and the high degree of process complexity makes it more difficult to gain the short lead time. This paper presents a workflow structuring method in a holistic way that can reduce the process complexity using activity-needs and formal concept analysis, which eventually enhances the key performance such as quality, delivery, and cost in business process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=workflow%20management" title="workflow management">workflow management</a>, <a href="https://publications.waset.org/abstracts/search?q=re-engineering" title=" re-engineering"> re-engineering</a>, <a href="https://publications.waset.org/abstracts/search?q=formal%20concept%20analysis" title=" formal concept analysis"> formal concept analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process" title=" business process"> business process</a> </p> <a href="https://publications.waset.org/abstracts/16351/a-holistic-workflow-modeling-method-for-business-process-redesign" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16351.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">409</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22149</span> Towards Incorporating Context Awareness into Business Process Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Xiaohui%20Zhao">Xiaohui Zhao</a>, <a href="https://publications.waset.org/abstracts/search?q=Shahan%20Mafuz"> Shahan Mafuz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Context-aware technologies provide system applications with the awareness of environmental conditions, customer behaviour, object movements, etc. Further, with such capability system applications can be smart to adapt intelligently their responses to the changing conditions. Concerning business operations, this promises businesses that their business processes can run more intelligently, adaptively and flexibly, and thereby either improve customer experience, enhance reliability of service delivery, or lower operational cost, to make the business more competitive and sustainable. Aiming at realizing such context-aware business process management, this paper firstly explores its potential benefit and then identifies some gaps between the current business process management support and the expected. In addition, some preliminary solutions are also discussed with context definition, rule-based process execution, run-time process evolution, etc. A framework is also presented to give a conceptual architecture of context-aware business process management system to guide system implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20adaptation" title="business process adaptation">business process adaptation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20evolution" title=" business process evolution"> business process evolution</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20modelling" title=" business process modelling"> business process modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20context%20awareness" title=" and context awareness"> and context awareness</a> </p> <a href="https://publications.waset.org/abstracts/39629/towards-incorporating-context-awareness-into-business-process-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39629.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">413</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22148</span> Process Assessment Model for Process Capability Determination Based on ISO/IEC 20000-1:2011</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Harvard%20Najoan">Harvard Najoan</a>, <a href="https://publications.waset.org/abstracts/search?q=Sarwono%20Sutikno"> Sarwono Sutikno</a>, <a href="https://publications.waset.org/abstracts/search?q=Yusep%20Rosmansyah"> Yusep Rosmansyah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Most enterprises are now using information technology services as their assets to support business objectives. These kinds of services are provided by the internal service provider (inside the enterprise) or external service provider (outside enterprise). To deliver quality information technology services, the service provider (which from now on will be called ‘organization’) either internal or external, must have a standard for service management system. At present, the standard that is recognized as best practice for service management system for the organization is international standard ISO/IEC 20000:2011. The most important part of this international standard is the first part or ISO/IEC 20000-1:2011-Service Management System Requirement, because it contains 22 for organization processes as a requirement to be implemented in an organizational environment in order to build, manage and deliver quality service to the customer. Assessing organization management processes is the first step to implementing ISO/IEC 20000:2011 into the organization management processes. This assessment needs Process Assessment Model (PAM) as an assessment instrument. PAM comprises two parts: Process Reference Model (PRM) and Measurement Framework (MF). PRM is built by transforming the 22 process of ISO/IEC 20000-1:2011 and MF is based on ISO/IEC 33020. This assessment instrument was designed to assess the capability of service management process in Divisi Teknologi dan Sistem Informasi (Information Systems and Technology Division) as an internal organization of PT Pos Indonesia. The result of this assessment model can be proposed to improve the capability of service management system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ISO%2FIEC%2020000-1%3A2011" title="ISO/IEC 20000-1:2011">ISO/IEC 20000-1:2011</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%2FIEC%2033020%3A2015" title=" ISO/IEC 33020:2015"> ISO/IEC 33020:2015</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20assessment" title=" process assessment"> process assessment</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20capability" title=" process capability"> process capability</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20management%20system" title=" service management system"> service management system</a> </p> <a href="https://publications.waset.org/abstracts/66989/process-assessment-model-for-process-capability-determination-based-on-isoiec-20000-12011" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/66989.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">465</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22147</span> Bridging the Gap between Different Interfaces for Business Process Modeling</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Katalina%20Grigorova">Katalina Grigorova</a>, <a href="https://publications.waset.org/abstracts/search?q=Kaloyan%20Mironov"> Kaloyan Mironov</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper focuses on the benefits of business process modeling. Although this discipline is developing for many years, there is still necessity of creating new opportunities to meet the ever-increasing users’ needs. Because one of these needs is related to the conversion of business process models from one standard to another, the authors have developed a converter between BPMN and EPC standards using workflow patterns as intermediate tool. Nowadays there are too many systems for business process modeling. The variety of output formats is almost the same as the systems themselves. This diversity additionally hampers the conversion of the models. The presented study is aimed at discussing problems due to differences in the output formats of various modeling environments. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20modeling" title="business process modeling">business process modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20modeling%20standards" title=" business process modeling standards"> business process modeling standards</a>, <a href="https://publications.waset.org/abstracts/search?q=workflow%20patterns" title=" workflow patterns"> workflow patterns</a>, <a href="https://publications.waset.org/abstracts/search?q=converting%20models" title=" converting models"> converting models</a> </p> <a href="https://publications.waset.org/abstracts/40931/bridging-the-gap-between-different-interfaces-for-business-process-modeling" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40931.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">586</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">22146</span> Social Enterprise Concept in Sustaining Agro-Industry Development in Indonesia: Case Study of Yourgood Social Business</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Koko%20Iwan%20Agus%20Kurniawan">Koko Iwan Agus Kurniawan</a>, <a href="https://publications.waset.org/abstracts/search?q=Dwi%20Purnomo"> Dwi Purnomo</a>, <a href="https://publications.waset.org/abstracts/search?q=Anas%20Bunyamin"> Anas Bunyamin</a>, <a href="https://publications.waset.org/abstracts/search?q=Arif%20Rahman%20Jaya"> Arif Rahman Jaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Fruters model is a concept of technopreneurship-based on empowerment, in which technology research results were designed to create high value-added products and implemented as a locomotive of collaborative empowerment; thereby, the impact was widely spread. This model still needs to be inventoried and validated concerning the influenced variables in the business growth process. Model validation accompanied by mapping was required to be applicable to Small Medium Enterprises (SMEs) agro-industry based on sustainable social business and existing real cases. This research explained the empowerment model of Yourgood, an SME, which emphasized on empowering the farmers/ breeders in farmers in rural areas, Cipageran, Cimahi, to housewives in urban areas, Bandung, West Java, Indonesia. This research reviewed some works of literature discussing the agro-industrial development associated with the empowerment and social business process and gained a unique business model picture with the social business platform as well. Through the mapped business model, there were several advantages such as technology acquisition, independence, capital generation, good investment growth, strengthening of collaboration, and improvement of social impacts that can be replicated on other businesses. This research used analytical-descriptive research method consisting of qualitative analysis with design thinking approach and that of quantitative with the AHP (Analytical Hierarchy Process). Based on the results, the development of the enterprise’s process was highly affected by supplying farmers with the score of 0.248 out of 1, being the most valuable for the existence of the enterprise. It was followed by university (0.178), supplying farmers (0.153), business actors (0.128), government (0.100), distributor (0.092), techno-preneurship laboratory (0.069), banking (0.033), and Non-Government Organization (NGO) (0.031). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agro-industry" title="agro-industry">agro-industry</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20medium%20enterprises" title=" small medium enterprises"> small medium enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=empowerment" title=" empowerment"> empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=design%20thinking" title=" design thinking"> design thinking</a>, <a href="https://publications.waset.org/abstracts/search?q=AHP" title=" AHP"> AHP</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20canvas" title=" business model canvas"> business model canvas</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20business" title=" social business"> social business</a> </p> <a href="https://publications.waset.org/abstracts/88965/social-enterprise-concept-in-sustaining-agro-industry-development-in-indonesia-case-study-of-yourgood-social-business" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88965.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">168</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=improvement%20of%20organization%20business%20process&page=2">2</a></li> <li class="page-item"><a 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